Report on HM Prison Noranside

HM Inspectorate of Prisons for Scotland 1998

7. PRIMARY SERVICES

Catering

7.1 Staffing in the kitchen comprised a Supervisor, who worked a day shift Monday to Friday, and three Catering Officers who operated on an early, middle and late shift basis. One Officer was on duty at weekends. Support was provided by a party of nine prisoners who worked a basic Monday to Friday with overtime being provided for weekend working. All the correct procedures were in place for medical clearance and hygiene training, whilst all catering staff were qualified as SVQ Assessors. The Supervisor was currently working towards an internal verifier qualification so that the whole process of offering prisoners certificated training could be conducted on site.

7.2 The prison operated an advance menu system within a seven week menu cycle with all medical and other diets being accommodated. A continental breakfast was followed by lunch which consisted of a main course and a sweet whilst the evening meal was soup followed by a main course. Lunch for prisoners on outworker placements consisted of fruit and sandwiches, supplemented by £1 per day to purchase additional items. Consideration was being given to providing these prisoners with flasks so that they could be given hot liquids during the winter months and this is a proposal to which we give our support. On a weekly basis, prisoners were provided with a supply of tea, coffee, sugar, whiteners and a packet of biscuits. With the exception of the weekend evening meal which was served at 1615 hours, all meal times were in accordance with SPS Operating Standards. We were advised that the reason for the timing of that weekend meal was because of the length of the shift for the one member of the Catering staff who was on duty, but we suggest that some way should be found to bring the timing of that evening meal into line with the Standard.

7.3 Prisoners ate in a communal dining Hall adjacent to the kitchen which meant that the meals could go straight into the hot plates immediately after being cooked, thereby ensuring that all food was being served at acceptable temperatures. Catering staff were always present when the meals were being served to deal with any complaints that might be raised and members of the management team also made regular visits to the dining hall and sampled the meals.

7.4 The kitchen and the various associated storage areas were adequate for the needs of the establishment and there were no problems about the maintenance of the various items of equipment. We were concerned to note, however, that there were some major problems with regard to the uneven surface of the floor which meant that pools of water could form at various parts. In addition to the damage that this was causing to the floor itself, there was potential for a serious accident. We noted also that the ceiling and wall coverings were showing considerable signs of wear and tear through age and we recommend, therefore, these parts of the kitchen should be upgraded to an acceptable standard.

7.5 The establishment had recently been inspected by both the local Environmental Health Office and the SPS’s Catering Adviser, both of whom had praised the facility with no major criticism - other than the condition of the floor - being raised. We noted also that a Service Level Agreement between the Catering staff and Management was in operation.

Comment

7.6 We were very impressed with the catering function and having sampled the meals on offer, we could not support the prisoners in their claim that the food was of poor quality - see paragraph 10.11. The establishment had the advantage of being able to prepare the meals and then serve them immediately to the prisoners and this helped with both the temperature and the maintenance of quality. As noted above, our major concern related to the general fabric of the kitchen.

Canteen

7.7 There was a centrally located canteen and we were interested to note that since April 1998, the day to day operation of this facility had become the responsibility of a prisoner, with that particular task being regarded as one of the enhanced jobs within the establishment. In addition to providing a prisoner with the opportunity to work in an area where he would be given a great deal of responsibility and trust, it had also released a total of 17 staff hours per week that could be used for other purposes (see also paragraph 3.3). All transactions were in cash and we were satisfied with the arrangements that were in place for the handling of all money and with the audit trail system that had been established. In our opinion, the concept of using prisoners in this capacity was an excellent idea and it is one which we commend to other establishments in appropriate circumstances to consider adopting.

7.8 As regards the canteen itself, it was in secure premises and was well stocked. It was open on weekdays between 1230 and 1300 hours and again from 1700 to 1800 hours; at weekends, opening times were from 0900 to 1000 hours. On the occasions when the prisoner who managed the operation was on home leave, the facility was not open but the other prisoners were given advance notice and arrangements were made for a supply of telephone cards to be held in the Wings for purchase. There was a sundry purchase scheme which was restricted to items that could be obtained from local shops, which were visited once a week. A member of the Administration staff was responsible for ordering the canteen stock and the systems in place for the receipt of goods and the payment of invoices were in accordance with SPS instructions. There was a separate storeroom but this was rather cramped for space and we have, therefore, written to the Governor suggesting that some shelving be installed.

Laundry

7.9 As noted at paragraph 5.15, there was a small laundry facility located within ‘A’ Wing which was used to wash small items of kit as well as some items of prisoners’ personal clothing. We were advised, however, that as part of a general refurbishment of that area within the Wing, plans had been drawn up for the creation of a new laundry facility on the site of a former VT Mechanics Workshed. However, funding had not yet been made available to enable the project to proceed but should it go ahead, there would be no change to the existing arrangement whereby larger items were sent to the laundry at HMP Perth.

Estates

7.10 An external contractor had assumed responsibility for maintenance of the estate from January 1996 on a fixed term contract. This was due to expire in November 1998 and interim arrangements were being made by the Estates Manager pending the new contract being in place by April 1999. Standards of maintenance appeared to be high.

7.11 The main capital project for the current financial year was the installation of a new fire alarm system; the contract, valued at £190K, had been awarded in April and work was scheduled for completion in November 1998. In addition, savings that had accrued from the establishment’s contribution in lieu of rates had been deployed to carry out urgent upgrading work following a recent Fire Inspection Report. This was due for completion by September 1998.

Energy

7.12 The establishment’s energy co-ordinator was the Estates Manager who was also the Chairman of the local Energy Committee; the other members came from the Catering, Industries and Residential functions.

7.13 The main energy sources were electricity and coal for the boilers which provided the heating and hot water. The establishment was meeting its energy consumption targets but nevertheless, the Energy Committee was considering a number of options aimed at reducing consumption and extending the working life of the establishment’s fairly old heating plant. During our inspection, we did hear a number of complaints about a shortage of hot water which may have been due to the efficiency of the 20 year old heating plant and the extensive pipework. We therefore support the establishment in their Strategic Plan proposals to address this matter.

Fire Precautions

7.14 At the time of our inspection, the Fire Precautions Officer (FPO) was a Residential Officer though he was shortly due to move to other duties within the establishment. There was also a Deputy FPO but there was about to be a change in the personnel for that function. These two individuals, together with the Estates Manager and his Deputy, formed the local Fire Committee which, in turn, was represented on the local Health and Safety (H & S) Committee.

7.15 Liaison with the local Fire Brigade was excellent and members of the Brigade made regular familiarisation visits to the establishment. The call-out time from the local station was about 20 minutes and for that reason, the local policy was that staff should be given basic training in the use of fire extinguishers and hose reels. It was acknowledged, however, that in recent times that training had fallen somewhat behind schedule.

7.16 As regards the Short Duration Breathing Apparatus (SDBA), all staff had been trained in its use but as with the fire appliances, there was some backlog with regard to the refresher training which was a requirement for using the equipment. That said, use of the apparatus required the presence of three individuals but as there were only two Officers on duty during the night shift, it meant that it could not be used if a fire broke out during that period. As noted above, a new fire alarm system was in the process of being installed and given the limitations on when the SDBA equipment could be used, it was hoped that when it became fully operational, then Noranside - like HMP Castle Huntly - could dispense with the breathing apparatus.

7.17 We were pleased to learn that there was a regular programme in place for the checking and maintenance of all fire appliances, backed up by a very comprehensive computerised record keeping system. Emergency exit routes were posted throughout the establishment and each cell had a notice fixed to the door giving fire evacuation instructions. Regular fire drills, which included prisoner participation, were being held with the results of each being carefully examined to identify any possible weaknesses in the system. All cell doors had been fitted with inundation bungs with the lever to open them being stored in the fire hose reel boxes for which every member of the Discipline staff had a key. The FPO was in the process of undertaking risk assessments for every area in the establishment, the outcomes of which were being noted on the relevant floor plans, copies of which were held by the Fire Brigade.

7.18 The establishment had recently been inspected by HM Inspectorate of Fire Services and the recommendations contained in that report were in the process of being addressed.

Comment

7.19 We were pleased to learn that action had been taken to install fire walls in the roof spaces which were particularly vulnerable to serious fire damage.

7.20 We were also impressed with the prominence given to fire precaution matters and with the excellent links that had been established with the local Fire Brigade. We were, however, disappointed to learn that staff training in fire-related matters had fallen behind and whilst we acknowledge that SDBA equipment may be removed, until such time as it is, staff should be able to use it. Steps should, therefore, be taken forthwith to address the training backlog in all areas of fire prevention.

7.21 One other area that gave cause for concern was in relation to the fire escape route for the small Annex in ‘B’ Wing, though we noted that this had not been raised in the report by HM Fire Inspectorate. Nevertheless, it appeared to us that there could be a problem over getting to the emergency exit should a fire break out in the cooking area at the entrance to the Annex, particularly given the fact that the only other means of escape was a window with bars on the outside. We suggest, therefore, that the establishment should seek immediate professional advice on this matter, including whether the window in question should be converted to an additional fire escape door.

Health and Safety

7.22 The H & S Co-ordinator was the Clerk of Works and his Deputy for that function was a Residential Officer. There was a local H & S Committee which was chaired by the Resources and Activities Manager, with membership coming from a wide range of functions throughout the establishment. The Committee met quarterly and had updated the local H & S Policy statement following the appointment of the current Governor.

7.23 There had been three accidents recorded over the past year which, given the nature and amount of work undertaken at Noranside, is commendable. We were particularly impressed with the organisation underpinning the approach to H & S issues and have not seen elsewhere a more comprehensive catalogue of safe systems of work, risk assessments, reporting systems and training records. The standards achieved reflect best practice in the SPS and more widely.